Why Transformation Efforts Fail

HBR E Why TransFoRmation Efforts FAIL= blesS CURSE STEPS to Leadership Establish a sense of t t2 JAUARY 2001 nd buti Results FOrm a POWERFUL GUIDINE AAA hady TRANSFORMING your ORGANIZATION ----- les URGENCY Bad Bucine Resles atelie sol of Kotter Coalition dat the figst stage Institutionalize new approaches TAKE A COLD LooK AT REALITY * lake it the way it is" "the STATUS "To make fundamental changes in how business is conducted in in order to help cope with a new + challenging maRket environment" REFORM SHARED Commitment "POWER Bridgers to LEAD + Brokees the CHANGE EFFORT mee dargerous than the atsde ESS SYSTE 25% CERTIFIED STRUCT CHANGE sticks when it becomes Relegate that can AKA. Guality Reengineering Rightsizing Restructuring Cultural Change TUrnaround leaderšhip to ar HR, Woek outside the hiepapchy Underestimating the difficulty of driving people from theip Comfort Zones ,Rate uality.an than "the way we do things apoúnd here" into *H the opng hodny w wing Mel, wala be ro ed anae tanfonatian t planning Promote pe leadership don' The new app sitions senioe manage line Too mamy Managegs, not enough leadeRs Be papalyzed by RISE ues lyrd e reena tykaly turde s yeas lans dapifies dee DRECTIONn whih the luiness needs new CReate a; too VISION Rece the duet offaik Cnange momentum 1 CONSOLID TE OMPROVEMENTS of FAIL veRsal * Produce moRe CHANGE Strategy Stpategy: defn. Haw we hapness aur Asses eueait of r Grals mihn hapd of Reinvigopate the change process With new projects + Change agents Failure to remove ehaving in Develop steategies to gealize the after a few yeapes of wegk, managers may be tempted to declape victogy with the fiest dear peeformance imppovement MESSAGE DISCIPLINE Communicate the VISION individuau Who Resist the change effort ViGion the to the EMPOWER Vision others to Plan for + create Short-term WINS act on the vision Define + engineer visible performance Remove or alteg systems or steuctupes undermining commenicate the new vision * sueategies for achieving use every vehide possible to/ impRovements Encourage Risk- taking + non-traditional ideas, activities + actions The Pygmalion theory of management it Recognize + reward employees contributing to those improvements the vision PRESSURE Can be a useful element in a change Teach new behaviors by the rappa jok tategogies, Compeniatin penfupmance apptaisal sgtens, beses who pefuse to diangée. PROcess A example of leadership SKETCHNOTES - WHY TRANSFORMATION EFFORTS FAIL O 2011 fassforward Consulting Group Source: WHY TRANSFORMATION EFFORTS FAIL, Kotter, Harvard Business Review January 2007 Walk the Talk" Snance Convince "keaog Fail to 24 months) eased USE Joility pom early Wirs to * policie undermine dojanap oUM aydoad HBR E Why TransFoRmation Efforts FAIL= blesS CURSE STEPS to Establish a sense of t t2 JAUARY 2001 Leadership nd buti Results FOrm a POWERFUL hady TRANSFORMING your ORGANIZATION me s% of camparies dat the figst stage ----- daes les URGENCY Bad Bucine Resles atelie Kotter Coalition Institutionalize new approaches TAKE A COLD LooK AT REALITY * lake it the way it is" "the STATUS "To make fundamental changes in how business is conducted in in order to help cope with a new + challenging maRket environment" REFORM SHARED mee dargerous than the atsde Commitment "POWER ESS SYSTE 25% CERTIFIED STRUCT Bridgers to LEAD + Brokees the CHANGE that can Woek outside the hiepapchy CHANGE sticks when it becomes EFFORT Relegate leaderšhip to ar HR, AKA. Guality Reengineering Rightsizing Restructuring Cultural Change TUrnaround "the way we do things apoúnd here" Underestimating the difficulty of driving people from theip Comfort Zones ,Rate uality.an than into *H the opng hodny w wing Mel, wala be ro ed anae tanfonatian Promote pe don' The new app t cee et sitions senioe manage line t planning Too mamy Managegs, not enough leadeRs ues lyrd e reena tykaly turde s yeas lans dapifies dee DRECTIONn whih the luiness needs new leadership Be papalyzed by RISE CReate a; VISION too ve Cnange momentum 1 CONSOLID TE OMPROVEMENTS * Produce moRe CHANGE of FAIL veRsal Strategy Stpategy: defn. Haw we hapness aur Asses eueait of r Grals of hapd Reinvigopate the change process With new projects + Change agents Failure to remove Develop steategies to gealize the ehaving in after a few yeapes of wegk, managers may be tempted to declape victogy with the fiest dear peeformance imppovement MESSAGE DISCIPLINE Communicate the VISION individuau Who Resist the change effort ViGion the to the EMPOWER Vision others to Plan for + create Short-term WINS act on the vision Define + engineer visible performance Remove or alteg systems or steuctupes undermining commenicate the new vision * sueategies for achieving use every vehide possible to/ impRovements The Pygmalion theory of management Encourage Risk- taking + non-traditional ideas, activities + actions it Recognize + reward employees contributing to those improvements PRESSURE Can be a useful element in a change the vision Teach new behaviors by the rappa jok tategogies, Compeniatin penfupmance apptaisal sgtens, beses who pefuse to diangée. PROcess A example of leadership SKETCHNOTES - WHY TRANSFORMATION EFFORTS FAIL O 2011 fassforward Consulting Group Source: WHY TRANSFORMATION EFFORTS FAIL, Kotter, Harvard Business Review January 2007 Walk the Talk" Snance Fail to 24 months) USE Joility pom early Wirs to * policie undermine dojanap oUM aydoad HBR E Why TransFoRmation Efforts FAIL= blesS CURSE STEPS to Establish a sense of t t2 JAUARY 2001 Leadership nd buti Results FOrm a POWERFUL hady TRANSFORMING your ORGANIZATION me s% of camparies dat the figst stage ----- daes les URGENCY Bad Bucine Resles atelie Kotter Coalition Institutionalize new approaches TAKE A COLD LooK AT REALITY * lake it the way it is" "the STATUS "To make fundamental changes in how business is conducted in in order to help cope with a new + challenging maRket environment" REFORM SHARED mee dargerous than the atsde Commitment "POWER ESS SYSTE 25% CERTIFIED STRUCT Bridgers to LEAD + Brokees the CHANGE that can Woek outside the hiepapchy CHANGE sticks when it becomes EFFORT Relegate leaderšhip to ar HR, AKA. Guality Reengineering Rightsizing Restructuring Cultural Change TUrnaround "the way we do things apoúnd here" Underestimating the difficulty of driving people from theip Comfort Zones ,Rate uality.an than into *H the opng hodny w wing Mel, wala be ro ed anae tanfonatian Promote pe don' The new app t cee et sitions senioe manage line t planning Too mamy Managegs, not enough leadeRs ues lyrd e reena tykaly turde s yeas lans dapifies dee DRECTIONn whih the luiness needs new leadership Be papalyzed by RISE CReate a; VISION too ve Cnange momentum 1 CONSOLID TE OMPROVEMENTS * Produce moRe CHANGE of FAIL veRsal Strategy Stpategy: defn. Haw we hapness aur Asses eueait of r Grals of hapd Reinvigopate the change process With new projects + Change agents Failure to remove Develop steategies to gealize the ehaving in after a few yeapes of wegk, managers may be tempted to declape victogy with the fiest dear peeformance imppovement MESSAGE DISCIPLINE Communicate the VISION individuau Who Resist the change effort ViGion the to the EMPOWER Vision others to Plan for + create Short-term WINS act on the vision Define + engineer visible performance Remove or alteg systems or steuctupes undermining commenicate the new vision * sueategies for achieving use every vehide possible to/ impRovements The Pygmalion theory of management Encourage Risk- taking + non-traditional ideas, activities + actions it Recognize + reward employees contributing to those improvements PRESSURE Can be a useful element in a change the vision Teach new behaviors by the rappa jok tategogies, Compeniatin penfupmance apptaisal sgtens, beses who pefuse to diangée. PROcess A example of leadership SKETCHNOTES - WHY TRANSFORMATION EFFORTS FAIL O 2011 fassforward Consulting Group Source: WHY TRANSFORMATION EFFORTS FAIL, Kotter, Harvard Business Review January 2007 Walk the Talk" Snance Fail to 24 months) USE Joility pom early Wirs to * policie undermine dojanap oUM aydoad HBR E Why TransFoRmation Efforts FAIL= blesS CURSE STEPS to Establish a sense of t t2 JAUARY 2001 Leadership nd buti Results FOrm a POWERFUL hady TRANSFORMING your ORGANIZATION me s% of camparies dat the figst stage ----- daes les URGENCY Bad Bucine Resles atelie Kotter Coalition Institutionalize new approaches TAKE A COLD LooK AT REALITY * lake it the way it is" "the STATUS "To make fundamental changes in how business is conducted in in order to help cope with a new + challenging maRket environment" REFORM SHARED mee dargerous than the atsde Commitment "POWER ESS SYSTE 25% CERTIFIED STRUCT Bridgers to LEAD + Brokees the CHANGE that can Woek outside the hiepapchy CHANGE sticks when it becomes EFFORT Relegate leaderšhip to ar HR, AKA. Guality Reengineering Rightsizing Restructuring Cultural Change TUrnaround "the way we do things apoúnd here" Underestimating the difficulty of driving people from theip Comfort Zones ,Rate uality.an than into *H the opng hodny w wing Mel, wala be ro ed anae tanfonatian Promote pe don' The new app t cee et sitions senioe manage line t planning Too mamy Managegs, not enough leadeRs ues lyrd e reena tykaly turde s yeas lans dapifies dee DRECTIONn whih the luiness needs new leadership Be papalyzed by RISE CReate a; VISION too ve Cnange momentum 1 CONSOLID TE OMPROVEMENTS * Produce moRe CHANGE of FAIL veRsal Strategy Stpategy: defn. Haw we hapness aur Asses eueait of r Grals of hapd Reinvigopate the change process With new projects + Change agents Failure to remove Develop steategies to gealize the ehaving in after a few yeapes of wegk, managers may be tempted to declape victogy with the fiest dear peeformance imppovement MESSAGE DISCIPLINE Communicate the VISION individuau Who Resist the change effort ViGion the to the EMPOWER Vision others to Plan for + create Short-term WINS act on the vision Define + engineer visible performance Remove or alteg systems or steuctupes undermining commenicate the new vision * sueategies for achieving use every vehide possible to/ impRovements The Pygmalion theory of management Encourage Risk- taking + non-traditional ideas, activities + actions it Recognize + reward employees contributing to those improvements PRESSURE Can be a useful element in a change the vision Teach new behaviors by the rappa jok tategogies, Compeniatin penfupmance apptaisal sgtens, beses who pefuse to diangée. PROcess A example of leadership SKETCHNOTES - WHY TRANSFORMATION EFFORTS FAIL O 2011 fassforward Consulting Group Source: WHY TRANSFORMATION EFFORTS FAIL, Kotter, Harvard Business Review January 2007 Walk the Talk" Snance Fail to 24 months) USE Joility pom early Wirs to * policie undermine dojanap oUM aydoad HBR E Why TransFoRmation Efforts FAIL= blesS CURSE STEPS to Establish a sense of t t2 JAUARY 2001 Leadership nd buti Results FOrm a POWERFUL hady TRANSFORMING your ORGANIZATION me s% of camparies dat the figst stage ----- daes les URGENCY Bad Bucine Resles atelie Kotter Coalition Institutionalize new approaches TAKE A COLD LooK AT REALITY * lake it the way it is" "the STATUS "To make fundamental changes in how business is conducted in in order to help cope with a new + challenging maRket environment" REFORM SHARED mee dargerous than the atsde Commitment "POWER ESS SYSTE 25% CERTIFIED STRUCT Bridgers to LEAD + Brokees the CHANGE that can Woek outside the hiepapchy CHANGE sticks when it becomes EFFORT Relegate leaderšhip to ar HR, AKA. Guality Reengineering Rightsizing Restructuring Cultural Change TUrnaround "the way we do things apoúnd here" Underestimating the difficulty of driving people from theip Comfort Zones ,Rate uality.an than into *H the opng hodny w wing Mel, wala be ro ed anae tanfonatian Promote pe don' The new app t cee et sitions senioe manage line t planning Too mamy Managegs, not enough leadeRs ues lyrd e reena tykaly turde s yeas lans dapifies dee DRECTIONn whih the luiness needs new leadership Be papalyzed by RISE CReate a; VISION too ve Cnange momentum 1 CONSOLID TE OMPROVEMENTS * Produce moRe CHANGE of FAIL veRsal Strategy Stpategy: defn. Haw we hapness aur Asses eueait of r Grals of hapd Reinvigopate the change process With new projects + Change agents Failure to remove Develop steategies to gealize the ehaving in after a few yeapes of wegk, managers may be tempted to declape victogy with the fiest dear peeformance imppovement MESSAGE DISCIPLINE Communicate the VISION individuau Who Resist the change effort ViGion the to the EMPOWER Vision others to Plan for + create Short-term WINS act on the vision Define + engineer visible performance Remove or alteg systems or steuctupes undermining commenicate the new vision * sueategies for achieving use every vehide possible to/ impRovements The Pygmalion theory of management Encourage Risk- taking + non-traditional ideas, activities + actions it Recognize + reward employees contributing to those improvements PRESSURE Can be a useful element in a change the vision Teach new behaviors by the rappa jok tategogies, Compeniatin penfupmance apptaisal sgtens, beses who pefuse to diangée. PROcess A example of leadership SKETCHNOTES - WHY TRANSFORMATION EFFORTS FAIL O 2011 fassforward Consulting Group Source: WHY TRANSFORMATION EFFORTS FAIL, Kotter, Harvard Business Review January 2007 Walk the Talk" Snance Fail to 24 months) USE Joility pom early Wirs to * policie undermine dojanap oUM aydoad HBR E Why TransFoRmation Efforts FAIL= blesS CURSE STEPS to Establish a sense of t t2 JAUARY 2001 Leadership nd buti Results FOrm a POWERFUL hady TRANSFORMING your ORGANIZATION me s% of camparies dat the figst stage ----- daes les URGENCY Bad Bucine Resles atelie Kotter Coalition Institutionalize new approaches TAKE A COLD LooK AT REALITY * lake it the way it is" "the STATUS "To make fundamental changes in how business is conducted in in order to help cope with a new + challenging maRket environment" REFORM SHARED mee dargerous than the atsde Commitment "POWER ESS SYSTE 25% CERTIFIED STRUCT Bridgers to LEAD + Brokees the CHANGE that can Woek outside the hiepapchy CHANGE sticks when it becomes EFFORT Relegate leaderšhip to ar HR, AKA. Guality Reengineering Rightsizing Restructuring Cultural Change TUrnaround "the way we do things apoúnd here" Underestimating the difficulty of driving people from theip Comfort Zones ,Rate uality.an than into *H the opng hodny w wing Mel, wala be ro ed anae tanfonatian Promote pe don' The new app t cee et sitions senioe manage line t planning Too mamy Managegs, not enough leadeRs ues lyrd e reena tykaly turde s yeas lans dapifies dee DRECTIONn whih the luiness needs new leadership Be papalyzed by RISE CReate a; VISION too ve Cnange momentum 1 CONSOLID TE OMPROVEMENTS * Produce moRe CHANGE of FAIL veRsal Strategy Stpategy: defn. Haw we hapness aur Asses eueait of r Grals of hapd Reinvigopate the change process With new projects + Change agents Failure to remove Develop steategies to gealize the ehaving in after a few yeapes of wegk, managers may be tempted to declape victogy with the fiest dear peeformance imppovement MESSAGE DISCIPLINE Communicate the VISION individuau Who Resist the change effort ViGion the to the EMPOWER Vision others to Plan for + create Short-term WINS act on the vision Define + engineer visible performance Remove or alteg systems or steuctupes undermining commenicate the new vision * sueategies for achieving use every vehide possible to/ impRovements The Pygmalion theory of management Encourage Risk- taking + non-traditional ideas, activities + actions it Recognize + reward employees contributing to those improvements PRESSURE Can be a useful element in a change the vision Teach new behaviors by the rappa jok tategogies, Compeniatin penfupmance apptaisal sgtens, beses who pefuse to diangée. PROcess A example of leadership SKETCHNOTES - WHY TRANSFORMATION EFFORTS FAIL O 2011 fassforward Consulting Group Source: WHY TRANSFORMATION EFFORTS FAIL, Kotter, Harvard Business Review January 2007 Walk the Talk" Snance Fail to 24 months) USE Joility pom early Wirs to * policie undermine dojanap oUM aydoad